Research and Innovation

Mechanical Engineering Project

Management
Contents
1. Introduction

2. Technological Creativity

3. The Fundamentals of Design Thinking

4. Design for Simplicity

5. Bibliography

Introduction
As discussed in the previous unit, the design process
(Figure 1) begins with the following phases: identification
of needs; preliminary researc; goal setting; performance
specifications; and ideation and innovation. These
phases of the process require multiple iterations. They
also require close contact and communication with the
customer and the end users. This is necessary because
each phase of the process will need to be modified
as the project progresses, based on the priorities
and requirements of the stakeholders, as well as the
possibility or not of achieving the goals and specifications
that were established.
Figure 1. Design process (Image taken from pexels.com).
Of all the phases in the design process, preliminary
research and innovation are the most important and
creative ones of the whole process, but are often
neglected, which results in solutions that are too
conventional and uncompetitive.
The term research, in this context, refers to the search
and collection of information related to the most relevant
aspects of the problem. This includes information from
other solutions that have been used to solve the problem.
As mentioned in the previous unit: one should not start
from scratch, but should know about and take advantage
of solutions that have been applied successfully in the
past.
One of the most commonly used research processes is
benchmarking, which consists of using the products of
leading companies as a reference, and comparing their
designs to obtain conclusions that facilitate the design
process. This is a process that allows for quick learning
and avoids wasting time analysing solutions that the
benchmark companies have already solved.
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Another important research resource is the analysis
of patents and utility models. These are documents in
which an author discloses his invention in exchange for
obtaining the exclusivity of the economic exploitation
of it, for a specific time and in a specific location. This
way, others can learn from it and improve it in the future.
The study of patents and utility models can be helpful in
finding new solutions, checking which solutions cannot
be used because they are protected, and finding solutions
that are fully exploitable because exclusivity has expired.
The last resource that should be considered are articles
in technical publications and research journals that are
available from publishers, professional associations,
and databases, such as Web of Science and Scopus. The
articles available in the latter databases are top-quality
content and have been peer-reviewed for publication.
They represent the best of the best in their specific field
of study. Investing time in this process helps to save a
lot of time and effort in the final process. It also helps to
ensure a successful outcome.
The innovation phase can be considered the most
satisfying and interesting, but at the same time it can be
the most frustrating phase out of all of them. Although it
may seem to be a spontaneous phenomenon, innovation
stems from a creative process that has clearly defined
phases and requires an adecuate environment.
From a philosophical point of view, all people can be
considered creative, as creativity is precisely what
distinguishes humans from other animals.
According to Tina Seelig, creativity develops most easily
when it is enhanced by a number of factors, that can be
classified into two groups:
• Personal Factors: which include attitude,
imagination and knowledge. Among these, we
can highlight important aspects such as: the
loss of shame and the sense of ridicule; having
available time to create; being open to change;
good knowledge; lateral thinking; and working
collaboratively.
• Organisational factors: which include culture,
resouces, and habitat. Among these it is also
important to mention, people development,
transformational leadership, incentive development,
acceptance of failure, and the creation of spaces
that stimulate creativity.
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The creative process is made up of the following phases: 3. Incubation (Figure 4). Even if you are consciously
thinking about other problems, your subconscious
1. Generation of ideas (Figure 2): which turns out will continue to work and think of new approaches
to be the most complex phase, as even the most and solutions.
imaginative people have trouble focusing their
creativity on a specific case. Brainstorming
consists of a group of people, preferably between
six and fifteen, that come up with ideas. There is
only one struct rule: none of these ideas should be
ridiculized or thrown out. This is one of the most
important techniques for generating ideas. This
technique makes it possible to generate a large
number of proposals in a very short time.

Figure 2. Generation of ideas (image taken from pexels.com).

2. Frustration (Figure 3): is a virtually unavoidable

phase that occurs when idea generation is blocked
and the design process fails to move forward. The
way to overcome this frustration is to recognise it,
trust in the team's potential and their limitations, not
take anything personally, adjust the strategy, and
think about other projects for a while.
Figure 4. Incubation of ideas (image taken from pexels.com).

4. Eureka! (Figure 5). In this phase, an obvious solution

has been found, seemingly immediately, but in
reality it is the result of a long process.

Figure 3. Frustration (image taken from pexels.com).

Figure 5. Eureka! (image taken from pexels.com).


Technological Creativity
The design process is intensified when it comes to
technological creativity. It is important to mention The
Hype Cycle, which is a term coined by the consultancy
firm Gartner Inc. to define the process of maturity,
adoption, and commercial exploitation of a technology.
This cycle explains Amara's law, proposed by Roy
Amara, which explains that there is a tendency to over-
estimate the effects of a technology in the short run and
underestimate its effects in the long run.
The Hype Cycle is composed of five phases (Figure 6):
1. Technology Trigger: this is the first phase, in which
the presentation of a technology generates a high
level of interest and an exaggerated increase in
expectations. This results in first rounds of venture
capital, with a first generation of very high-priced
and customised products. Research is encouraged
and media promotion begins.
2. Peak of Inflated Expectations: this is a phase in
which the media impact generates unrealistic
enthusiasm and expectations, suppliers proliferate,
and activity spreads beyond the pioneers. While
some experiences are successful, failures are
common.
3. Trough of Disillusionment: technologies enter a
trough of disillusionment because expectations
are not met. The press starts to be negative about
the technology, which becomes unpopular. Some
providers consolidate, while most of them fail.
However, new rounds of venture capital are raised.
4. Slope of Enlightment: even if the press has stopped
talking about the technology, some companies
(probably less than 5% of the potential market)
are still experimenting to understand the benefits
that its practical application can provide. A second
generation and the development of practical
methodological improvements are developed.
5. Plateau of Productivity: this is reached when the
benefits are widely demonstrated and accepted. A
third generation is developed with pre-assembled
packages and product families. The high adoption
phase begins, reaching 20-30% of the potential
market.
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Figure 6. The Hype Cycle (image taken from Wikipedia).
The Fundamentals of
Design Thinking
Design Thinking is a non-linear and iterative creative
process used to understand: the user´s needs; take on
challenges; redefine problems and create innovative
solutions in prototype form; and test their suitability.
According to the Hasso Plattner Institute of Design,
at Stanford University, Design Thinking is a five-phase
process: empathise, define, ideate, prototype, and test
(Figure 7).
1. Empathise: empathetically know and understand
the needs of the users of the product that is going
to be designed. This phase is crucial for a people-
centred design.
2. Define: consists of establishing the needs
and problems of the users by compiling all the
information collected during the first phase. All the
information is then analysed and synthesised to
define the main problems that have been identified.
3. Ideate: this is the moment to generate ideas with
the knowledge acquired in the previous phases,
searching for alternative ways to look at the problem
and generate 'out-of-the-box' solutions. This is a
good time for brainstorming new solutions.
4. Prototype: this is the phase where one starts
experimenting with possible solutions. It involves
making basic, low-cost prototypes that allow
solutions to be visualised and tested.
5. Test: where the prototypes are rigorously evaluated
and the final solution is defined. The process is
repetitive so, at this point, it may be possible to
return to any of the previous phases to redefine the
problem, modify prototypes, and refine solutions.

In summary, the purpose of this methodology is to gain a
thorough understanding of the users and what would be
the ideal solution for them.
Empathise Define Ideate Prototype
Figure 7. Phases of Design Thinking.
Design for Simplicity
With observation, it can be concluded that the most
successful designs are those that are simple and easy to
use, while also being able to execute complex tasks. This
is how John Maeda defines the importance of simplicity
in technology and design (which can also apply to all
other aspects of life) (Figure 8).
Figure 8. Simplicity in design (Image taken from pexels.com).
John Maeda proposes ten laws to consider in order to
simplify design. He sees these laws as a way to achieve
a balance between the ability to perform complex tasks
and the simplicity in their use. These laws are as follows:
1. Reduce: the easiest way to achieve simplicity is
through reasoned reduction. This seeks a balance
between the point at which simplicity is achieved,
and the level of complexity that is necessary to meet
the objectives of the project. To aid in this, the SHE
concept is proposed: shrink, hide, and embody in
order for the design to appear even more simplistic.
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2. Organize: this goal here to is make a complex
system appear more simple by grouping and
classifying the elements together. It uses the SLIP
concept: sort, label, integrate, and prioritise.
3. Time: is based on the principle that saving time
Test
simplifies things. This, again, uses the time-oriented
SHE concept with the goal of reducing waiting time
while also looking for ways to make waiting as
bearable as possible.
4. Learn: based on the principle that knowledge
simplifies everything. This law suggests that it is
very important to learn how to use the design, and
that this knowledge is further enhanced by building
on the users' previous experience.
5. Differences: based on the principle that simplicity
and complexity need each other. So, the more
complex the technology, the more simplicity is
valued in its use.
6. Context: considers that whatever is at the limit
of simplicity is also relevant. This means that
the working environment and context must be
considered when leaning towards a specific
solution. They must also be considered in order
to find the extent to which new technology can be
used without indications.
7. Emotion: this is based on the principle that more
emotion is preferable to less. One could think that
simplicity may be considered unattractive, and that
could be a limit in this concept. That is why it is
important to use the idea of AiChaku when coming
up with solutions. AiChaku can be translated as
"love-adaptation", and can be defined as the bond
that the user feels for the object.
8. Trust: this law boils down to a reliance on simplicity.
It can be defined as the balance between how much
a user needs to know about the system, and how
much the system knows about the user.
9. Failure: sometimes, it must be accepted that it is
impossible to achieve simplicity. In these cases,
it is impoprtant to accept it and learn from any
mistakes.
10. The one: this law states that simplicity is about
subtracting the obvious and adding the specific.
The laws of simplicity are completed by three keys
(Figure 9) which are as follows: far, which means that
more appears to be less simply by moving a long way
away; open, which proposes that openness simplifies
complexity; and energy, which is based on the fact that if
you use less, you gain more.
 Research and Innovation 7

Bibliography
Far [1] R. Norton. "Machinery design". McGraw-Hill
Interamericana de España, 2013.
[2] R. Budynas, K. Nisbett. "Design in mechanical
engineering". McGraw-Hill Interamericana de España,
2012.
[3] J. Maeda. “The laws of simplicity”. Massachusetts
Institute of Technology, 2006.
Simplicity [4] T. Seelig. “Innovation engine: A crash course on
creativity”. HarperOne, 2014.

Energy Open

Figure 9. Keys to the laws of simplicity.